Turn the Ship Around!

He felt that if he required them to own the problem and the solution to it, they would begin to view themselves as a vitally important link in the chain of command.

• p. xx (Random House, 2013)

Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves.

• p. xxi (Random House, 2013)

Disengaged, dissatisfied, uncommitted employees erode an organization's bottom line while breaking the spirits of their colleagues.

• p. xxiv (Random House, 2013)

People who are treated as followers have the expectations of followers and act like followers. As followers, they have limited decision-making authority and little incentive to give the utmost of their intellect, energy, and passion. Those who take orders usually run at half speed, underutilizing their imagination and initiative.

• p. xxvi (Random House, 2013)

The bridge [to leader-leader] is control, divesting control to others in your organization while keeping responsibility.

• p. xxx (Random House, 2013)

Our greatest struggle is within ourselves. Whatever sense we have of thinking we know something is a barrier to continued learning.

• p. 1 (Random House, 2013)

I had wanted to give my team more authority and control, but my heart wasn't in it anymore. I would give decision-making control to my people, but they'd make bad decisions. If I was going to get yelled at, I at least wanted it to be my fault.

• p. 7 (Random House, 2013)

One of the things that limits our learning is our belief that we already know something.

• p. 9 (Random House, 2013)

It didn't matter how smart my plan was if the team couldn't execute it!

• p. 12 (Random House, 2013)

People who are treated as followers treat others as followers when it's their turn to lead. A vast untapped human potential is lost as a result of treating people as followers.

• p. 15 (Random House, 2013)

The time to be questioning or even critical is after trust has been established.

• p. 26 (Random House, 2013)